HomeMy WebLinkAboutMemo - Read Before Packet - 1/23/2024 - Memorandum From Travis Storin, Seonah Kendall, And Honore Depew Re: Amended Presentation For Item #1 – 2024 Big Picture – Context For Council Priority SettingDocuSign Envelope ID: 356C46D9-465C-41 F0-A84A-ABBF3CA980EE
City of
Fort Collins
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MEMORANDUM
DATE: January 23, 2024
TO: Mayor and City Councilmemb
THRU: Kelly DiMartino, City Manager
Rupa Venkatesh, Assistant City Manager
FROM:
Travis Storin, Chief Financial Officer
SeonAh Kendall, Economic Health Director
Honore Depew, Climate Program Manager
City Manager's Office
300 Laporte Avenue
PO Box 580
Fort Collins, CO 80522
970.221.6505
970.224.6107 - fax
fcgov. com
RE: Amended Presentation for Item #1 — 2024 Big Picture — Context for Council
Priority Setting
The purpose of this memorandum is to provide City Council with an amended presentation for item 1,
2024 Big Picture — Context for Council Priorities. The following changes were made:
• Corrected errors on slides 14 and 15 to the estimated hourly wages
• On slide 17, "The late 1800s/early 1900s saw a diversity of housing types being built" was
removed and "housing production has declined since 2016" was moved to the top.
• Slide 22 was added to summarize the American Rescue Plan Act (ARPA) cliff. The full detail of
the ARPA programs and the staff risk assessment is attached to this memo.
• On slide 21, "air toxics (e.g., benzene) are not well characterized in our area" was removed.
• Slide 50 mistakenly reversed the portions of Fort Collins electricity generated by hydro and wind
in 2005.
Attachments:
1. Impact Map: Discontinuation of Programs Post-ARPA
2. Updated Presentation
DocuSign Envelope ID: 356C46D9-465C-41 F0-A84A-ABBF3CA980EE
Notes
Ongoing program funded at a
higher level by ARPA.
New program in addition to
ongoing Human Services
Grants deployed by SSD. Need
exceeds funds. High Impact.
New position to manage
distribution of additional grant
funding. If current level of grant
funding
Ongoing need, funding
continually falls short of
demand/need for program.
New program. Need exceeds
funds. High Impact.
Funded at a much higher level
than in previous years. Need
exceeds funds. High Impact.
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Program Description
Funding for programming proven to reduce the
likelihood of prolonged or chronic homelessness,
including Outreach Fort Colins, case management and
resource navigation, 24/7 shelter, seasonal overflow
shelter and rapid rehousing.
Additional grant funding for human services, nonprofits
and other local organizations supporting vulnerable
community members.
Position to manage Social Services Recovery grants,
Learning Loss grants and Childcare grants, as well as
grants related to homelessness services.
Provides low-income, vulnerable and underserved
community members access to recreation facilities,
recreation programs and childcare services.
Grants to local partners working to mitigate learning lost
impacts suffered by students during the pandemic.
Grants to community partners to increase access to
affordable, reliable childcare locally.
Funding for code changes, professional services,
consulting and public engagement efforts.
Provides qualifying community members with access to
enriching cultural experiences at City of Fort Collins
cultural facilities including The Lincoln Center, Fort
Collins Museum of Discovery and Gardens on Spring
Creek.
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SSD Recovery
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Reduced Fee
Recreation
Scholarship
Funding Increase
Learning Loss
Mitigation
Childcare
System Support
Land Use Code
Update
Cultural Services
Access Fund for
Low -Income
Residents
DocuSign Envelope ID: 356C46D9-465C-41 F0-A84A-ABBF3CA980EE
Court has indicated they will
request funding to continue
Traffic Diversion Program
through BFO.
Cultural Leadership Team plans
to ask for funding to continue
program though BFO.
Even post ARPA need for buyer
high because of ADA law and
other federal grant fund red
tape.
PM plans to request funding for
continued staffing and
advertising.
Funding needed to continue
Land Bank expansion.
PM plans to submit BFO offer to
continue program.
PM plans to submit BFO offer to
continue program.
PM plans to ask for funding for
this work to be added to DEI
general fund in BFO.
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Funds for traffic diversion program for teens and young
adults, and competency evaluations for defendants with
mental illness and/or substance -use disorders in the
City's Municipal Court.
Program integrates arts and cultural experiences
throughout the community to foster a sense of diversity,
connection and belonging.
Position works directly with the Fort Collins Native
American community and local Native -serving
nonprofits to build relationships, conduct community
engagement and support community -led initiatives.
Additional Purchasing staff to handle ARPA-funded
purchases and service agreements which must adhere
to stringent federal purchasing rules.
Additional staff and funding to support hiring and
workforce management within the City's HR
Department.
This program provides eviction prevention education,
training and resources for both renters and landlords.
This program provides funds to support the City's Land
Bank.
MBEC provides support, training and resources for
local businesses and entrepreneurs of all sizes, with a
specific focus on providing support for historically
underserved community members.
Grant fund for individuals, nonprofits and community
partners to support community -led work that assists
groups impacted by the pandemic.
Funding for Spanish interpretation at City Council
meetings and other high -priority civic engagement
events.
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Municipal Court
— Mental Health,
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Diversion
Services
Cultural Services
Community
Programs
Manager &
Program
Support+
Native American
Community
Relations
Specialist+
Senior Buyer+
HR Staff
Support+
Eviction Legal
Fund
Affordable
Housing Land
Bank Expansion
Multicultural
Business and
Entrepreneur
Center (MBEC)+
Equity Grant
Fund
Language Access
Services for Council
Meetings and High -
Priority Civic
Engagement Events
DocuSign Envelope ID: 356C46D9-465C-41 F0-A84A-ABBF3CA980EE
According to PM, Funding
would come from General Fund
Reserves or the Affordable
Housing Capital Fund. Staff will
submit a BFO offer. If funded,
the proven administrative
process can be employed
again.
Finance plans to ask for
continuation of Data Analyst as
FTE.
PM has indicated they will ask
for funding to continue this
program in BFO.
PM plans to continue to pursue
grant funding and ask for funds
in BFO to continue the
e ui ment conversion ro ram.
*Unless additional funds
requested to complete buildout
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Medium
Medium
Medium
Medium
Medium
Medium
Subsidies for developers building affordable housing
projects within Fort Collins to increase the amount of
affordable housing available.
For Fort Collins encourages community members to
support local businesses and connects businesses to
useful resources.
Funds for cybersecurity updates to safeguard all City
devices and users in a post -pandemic hybrid work
environment.
Staff and administrative costs for the implementation of
the Resilient Recovery Plan, including deployment and
monitoring of ARPA funds.
Grants for local creatives (artists, designers, musicians,
etc.) significantly impacted by the pandemic. Funds
provide assistance to artists to create art to be shared
with the community.
Enhanced and expanded technical assistance to
businesses and individuals navigating the development
review process with the City.
Enhanced engagement, support and code compliance
for mobile home park communities. Program includes
funding for home energy upgrades within units at
mobile home parks.
Funds to purchase electric handheld lawn and garden
equipment for use in parks and cemeteries.
Funding for the development of the Heartside Hill
project. This development is being funded in
partnership with local, regional and state partners.
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For Fort Collins
Cyber Risk I Risk
Management
Recovery
Administration+
Support for
Creatives in the
Community (Art
to Live)
Expanded
Technical
Assistance for
Small
Businesses
Contractual
Mobile Home
Park Code
Compliance &
Building
Evaluation+
Parks Lawn and
Garden
Equipment
Replacement
Heartside Hill
DocuSign Envelope ID: 356C46D9-465C-41 F0-A84A-ABBF3CA980EE
Minimal need for program post -
recovery.
Vast majority of work related to
this project will be completed
with ARPA funds. Ongoing
costs low/nil.
Adopt a Neighbor work
complete, future Asphalt Art
projects supported by grants,
potential BFO funding.
According to PM, future costs
related to this program will be
funded by registration fees and
subsidized by General Fund.
Additional general fund $$ to
complete this work have
already been approved by
Council.
Ongoing costs once program is
complete expected to be low/nil.
These should be one-time
funds unless projects shift.
Program complete. Minimal
need for program post -
recovery.
Grants to help cover security and safety -related costs at
local events working to return after the pandemic.
Funding to expand, systematize and enhance
engagement with diverse groups, including those who
have been historically underserved and most impacted
by the pandemic.
Support for Adopt a Neighbor volunteer program
updates and placemaking opportunities through Asphalt
Art projects.
Upgrades to Northside Aztlan Community Center to
allow additional children to be served through onsite
youth programs.
Upgrades to HVAC systems in several City facilities
that will reduce the carbon footprint of buildings and
increase efficiency.
Critical repairs to downtown parking structures to
prolong their lifespans and increase structural integrity.
Funds to update Municipal Court case management
technology.
Funds to support the development of a comprehensive
emergency communications plan for the City that can
be applied to a variety of different emergency events.
Updates to spaces within the City to support secure
hybrid work environments along with improvements to
wi-fi at Cultural Services and Recreation facilities.
Matching funds to support regional community -focused
projects related to recovery.
Direct financial assistance to Fort Collins Utilities
customers struggling to pay bills due to the pandemic.
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Recovery Grant
Expanded
Community
Outreach and
Engagement
Neighborhood
Resilience
Projects
Childcare Space
Modifications at
Northside Aztlan
Community
Center
Building HVAC
Electrification &
Efficiency
Replacements
Parking
Structure Critical
Preventative
Repairs
Municipal Court
Technology
Crisis
Communications
Plan
COVID-Related
Hybrid Meeting
Spaces and
Community Wi-Fi
Local Match
Utilities
Pandemic
Assistance+
DocuSign Envelope ID: 356C46D9-465C-41 F0-A84A-ABBF3CA98OEE
Program complete. Minimal
need for program post -
recovery.
Staffing supported through
other funds; PM has shared
plans to derive programmatic
fundin from rants.
Work complete.
Position now funded by General
Fund.
Now funded by General Fund.
Work complete.
Work complete. No need to
continue.
Work complete. No need to
continue.
On pause due to staff capacity.
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Grants for businesses impacted by the pandemic to
support stabilization, workforce and talent acquisition
and technical assistance.
ARPA funds accelerated the build out of the co -
response team, consisting of Police officers and UC
Health clinicians. Funds also being used for equipment,
engagement and training.
Upgrades to lighting on stages at The Lincoln Center to
significantly reduce the carbon footprint of the events
center and increase building efficiency.
This position supports businesses affected by City
construction projects, ensuring they have information
and resources they need during construction.
Funding to support the establishment and expansion of
Equity and Inclusion Office in the City.
Funds for purchase of TecGen51 PPE that protects
firefighters from exposure to bodily fluids, chemicals,
COVID-19 variants and other illnesses.
Funds to develop an updated Economic Health Office
(EHO) strategic plan that reflects shifted post -pandemic
priorities.
Funds used to support ongoing pandemic
communications, as well as the public outreach and
engagement for the development of the Resilient
Recove Plan.
Funds are being used to update the City's permitting
systems and technology, so it's more accessible and
efficient for customers and staff.
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Small Business
Grants
Mental Health
Response Team
(MHRT)+
Lincoln Center
Converting Stage
Lighting to LED
Capital Project
Business
Liaison+
Diversity, Equity
and Inclusion
Professional
Services
Poudre Fire
Authority
TecGen PPE
Gear
Economic
Strategic Plan
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DocuSign Envelope ID: 356C46D9-465C-41 F0-A84A-ABBF3CA980EE
1/22/2024
City of
Fort Collins
01-23-2024
2024 Big Picture
Context for Council Priority Setting
Kelly DiMartino
City Manager
What makes a good
Council priority?
Current State: Trends and
Forces and Adopted Plans
Next Steps: Retreat Logistics and
Priority Setting Timeline
2
1
DocuSign Envelope ID: 356C46D9-465C-41F0-A84A-ABBF3CA980EE
1/22/2024
What Makes a
Good Council
Priority?
3
Keys to Success
Created by MIT lecturer, Donald Sull
1. Limit strategic priorities
2. Mid-term time horizon
3. Focus on innovation
4. Identify priorities
5. Address vulnerabilities
6. Provide actionable guidance
7. Synchronize internal goals
How to Create Meaningful Strategic Priorities MIT Sloan. 11 Jan. 2024.
https //mitsloan.mit.edulideas-made-to-matter/how-to-create-meaningful-strategic-priorities.
Fof
ort Collins
ITuIIOADWt
DblitINIZil
Eisenhower Matrix
URGENT
NOT URGENT
Quadrant I
urgent and
important
DO
Quadrant III
urgent but
not important
DELEGATE
Quadrant II
not urgent
but important
PLAN
Quadrant IV
not urgent and
not important
ELIMINATE
4
2
DocuSign Envelope ID: 356C46D9-465C-41F0-A84A-ABBF3CA980EE
1/22/2024
Fountainworks' Insights
F�t! ins
ACTIONABLE
fountain
UN
MEASURABLE
LEADS TOWARDS
LARGER PURPOSE
NESTED WITHIN
STRATEGIC GOALS
5
Examples of Tasks vs. Priorities
Task: Buy a new fleet of fire trucks.
OGoal: Improve public
safety initiatives.
O
Priority: Improve the fire
department's response time to
reduce damage for structural fires.
Task: Install EV chargers downtown.
G
0
Priority: Implement a climate action
plan to make Fort Collins more
environmentally sustainable.
Priority: Accelerate transition to all
electric vehicles and fleets aligning
with Our Climate Future Big Move 13.
Consider how constituents' requests fit into larger priorities.
Think about the context what is in the desired action.
fountain
6
3
DocuSign Envelope ID: 356C46D9-465C-41F0-A84A-ABBF3CA980EE
1/22/2024
Preparation for the January 27 Retreat
• Please bring up to five priorities
to the January 27 retreat.
• Plan to present no more than
10 minutes to the whole group.
fountain
of
CiCollins
ty
7
8
4
DocuSign Envelope ID: 356C46D9-465C-41 F0-A84A-ABBF3CA980EE
1/22/2024
Council Priority Inputs
FOKbollll15
TRENDS AND FORCES
• Ongoing Data Collection
• Census Results
• State and Metro
Data Collections
COMMUNITY INPUT
• Community Survey Results
• Direct Resident Feedback
• Strategic Plan
• Engagement Efforts
ADOPTED PLANS
COUNCIL PRIORITIES
• Multiple Plans Outlining
Community Goals
and Targets
9
10
5
DocuSign Envelope ID: 356C46D9-465C-41 F0-A84A-ABBF3CA980EE
1/22/2024
Community Statistics
Characteristic
Amount
Source/Date
Street Centerline Miles
599 City of Fort Collins, 2023
Estimated Housing Units
70,247
City of Fort Collins Utilities, 2023
Estimated Population
171,848 State of Colorado Demographer's Office, Nov. 2023
Labor Force Participation (16+) 70.4%
ACS 5-Year Estimates, 2018-2022
Poverty Rate
16.2% ACS 5-Year Estimates, 2018-2022
Median Age
36 ACS 5-Year Estimates, 2018-2022
Median Household Income $78,977
ACS 5-Year Estimates, 2018-2022
Education Level" 58.3%
ACS 5-Year Estimates, 2018-2022
Housing Cost Burden
(>30% income spent on housing)
57% renter
20% owner
ACS 5-Year Estimates, 2018-2022
*Approximate percentage of population age 25 years + with completion of 4 or more years of college education
11
Growth and Demographics Trends
Fof
ort Collins
POPULATION GROWTH RATES
Fort Collins, 1950-2040
• The rate of growth has declined.
• Population is shifting towards 65+.
• Latest data show 2023 growth rate at .44%
POPULATION GROWTH RATES
Larimer County, 2018-2050
Based on the last 4 years, the projections made in
2018 are likely off and we will be at the very low end
of the estimates.
Population Change (Projected 2018 poulation equals 100)
400
300
250
200
150
100
50
0
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65-74 — 75-84 -- 85+ — TotalPopulation
12
12
6
DocuSign Envelope ID: 356C46D9-465C-41F0-A84A-ABBF3CA980EE
1/22/2024
Economic Indicators - Sales Tax
r-fiof
t_ Collins
51so
$160
5140
5120
5100
$80
$60
$4o
52o
50
10-Year Sales Tax History
D
2014 2015 2016 2017 2018 2019
Total -Sales Tax Growth
2020
2021
2022
2023
25%
20%
15%
10%
5%
0%
-5%
13
13
Economic Indicators - Business Trends: Establishment
Professional. Scientific, and Technical Services -
Health Care and Social Assistance -
Omer Seances (except Public Administration) -
Retail Trade -
Real Estate and Rental and Leasing -
Accommodation and Food Services -
Finance and Insurance -
Construction -
Adminlstratne and Support and Waste Management and Remedlalion Services -
Wholesale Trade -
Informabon -
Educaoonal Services -
Manufaduring -
Arts. Entertainment. and Recreation -
Management of Companies and Enterprises -
Transportation and warehousing -
Agnculture, Forestry. Fishing and Hunting -
Mimng. Quarrying. and 011 and Gas Extraction -
Public Administration -
Litotes -
Quarterly Census of Employment Wages 01 2023
Industries by Number of Establishments
543.70
- 527.00
-561.80
- 511.50
1E572.20
.$26.20
'$12.00
1$42.90
1536.80
1558.80
$28.30
$2140
- $17.80
-$29.50
■ $12.20
. $52.60
$31.80
$26.10
553.70
500 1000
Count of businesses
1,1
14
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DocuSign Envelope ID: 356C46D9-465C-41F0-A84A-ABBF3CA980EE
1/22/2024
Economic Indicators - Business Trends: Employment
City of
„Eort Collins
Industries by Number of Employees
Health Care and Social Assistance •
Educational Services
Accommodation and Food Services
Retail Trade •
Professional, Soentific. and Technical Services -
IAanuta0unng
Puhhc Administration -
AdmimstraMe and Support and Waste Management and Remediahon Services • - 526.10
Other SeMces (except Puhhc Administration - - 521.40
Construct°, - 531.80
Finance and Insurance' - 552.60
Wholesale Trade • - 553.70
Information - - 543.70
Ms. Entertainment and Recreation - _ 511.60
Real Estate and Rental and Leasing- _ $29.50
Transportation and Warehousing- ■526.20
Management of Companies and Enterpnses - ■ 572.20
Iltihties- .558.80
Agnculhlre. Forestry, Fishing and Hunting • , 512.00
Mining. Quarrying. and Ort and Gas Extraction - 1542.90
Quarterly Census of Employment Wages Q1 2023
$50.70
561.80
536.80
$12.20
517.80
5000 10000
Count of Employees
Mean Hourly Pay
_ $28.30
$27.00
5
15
16
8
DocuSign Envelope ID: 356C46D9-465C-41 F0-A84A-ABBF3CA980EE
1/22/2024
New Housing
2000
1800
1600
1400
1200
1000
800
600
400
200
New Residential Units, 2012-2022
i I I I I I I •
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Single Family Detached •Single Family Attached ■Multifamily • Mixed -Use
Housing production
has declined since
2016.
The 1990s and
2000s saw a
majority of detached
single unit home
builds.
Over the last 10
years, we have
seen a shift to more
attached and multi-
unit housing types.
17
17
Fort Collins Housing Opportunity Index, 2007-2023
Cityof
rFort Collins
100%
10%
0%
06 CP ^r'J ^b rah ,�6 <.1 \93 � ry0 g> ryti rj,5
Year
18
18
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Regional Travel Patterns
��of
t Collins
2015 Census Commute Data
41,200 trips
entering daily
Changes 2015 to 2021
- Internal trips have
decreased by -4,000
• 6,000 more trips entering
Fort Collins daily
• Trips leaving daily
remained stable
Top Three Travel
Exchanges in 2015
1. Loveland
2. Greeley
3. Windsor
Top Three Travel
Exchanges in 2021
1. Loveland
2. Windsor
3. Greeley
2021 Census Commute Data
35,600 trips
leaving daily
47,200 trips
entering daily
19
19
City of Fort Collins Employee Residence by Zip Code
Cof
ity
Fortly
• City employees live
throughout the region.
• Of the nearly 2,700
employees approximately
2/3 live in Fort Collins.
• Loveland, Windsor,
Wellington, Timnath, and
Severance are the top 5
locations for in -commuting,
respectively.
20
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Climate Indicator - Air Quality
Air Quality Index
• Unhealthy for Sensitive Groups • Unhealthy
Fort of
Collins
• Region continues to fail
health -based standards for
ozone
• Vehicles, and small gas
engines (e.g., lawnmowers)
are the largest local sources
of ozone causing emissions
• Oil and gas development is
the largest regional source of
ozone causing emissions
• Air quality impacts from
longer, more active fire
seasons are expected with a
warmer, often drier climate
21
ARPA Cliff
Discontinuation
Impact/Risk
ery High
Number of
Programs
6
Total ARPA funding
2021-2024
Approximate Annual
ARPA funding
$5,956,410
$1,987,291
High
10
5,999,130
2,148,400
Medium
9
3,050,094
1,099,007
Low /work
complete
22
13,113,337
6,163,743
Grand Total
47
$28,118,971
$11,398,441
• Programs initiated during the post -pandemic recovery era (2021-2024) may not have access to
the same level of federal funding, including high -impact social service funding.
• Absorbing these programs into the General Fund or other local sources will be challenging.
• These programs will be brought forward during BFO for consideration against all other
enhancement offers and organizational needs.
22
22
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23
Tensions Between Community Desires
24
PRESERVING
CHARACTER OF
ESTABLISHED
NEIGHBORHOODS
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Top 3 Budget Priorities from the 2023 Community Survey
More Effort
Neighborhood Livability
& Social Health (NLSH)
Same Effort
Transportation
Economy
F�,-"t_ f,
Since 2018
• Desire around economy
up 15%
• Desire around NLSH up
17%
• Desire around
environment increased by
8%
• Transportation has
consistently remained a
top priority, though down
4% since 2018
• Safety, culture, parks and
recreation, general
government have
remained consistent
25
26
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27
Major Plans
FORT COLLINS
CITY PLAN
28
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Community Vision:
We take action to address the
needs of all members of our
community and strive to ensure
that everyone has the
opportunity to thrive. As a
community, we commit to
building a healthy, equitable and
sustainable city — for our
families, for our neighbors and
for future generations.
Core Values:
• Livability
• Community
• Sustainability
Growth Framework:
• Making the most of the land
we have left (our centers and
corridors).
• Taking steps to support a
healthy and resilient economy.
• Encouraging more housing
options.
• Expanding transportation and
mobility options.
• Maintaining our focus on
climate action.
29
29
Snapshot of Adopted Goals
cuyof
Fort
• Vision Zero Action Plan (2023) and Active Modes Plan (2022)
Eliminate traffic fatalities and serious injuries and increasing active modes share to 50% of all trips by 2032
• Transit Master Plan (2019)
Increase ridership by 122% (by 2040)
• Housing Strategic Plan (2021)
➢Affordable housing units account for 10% of the housing stock by 2040
v Emphasis on strategies to improve equity, health, stability, and affordability of housing
• Economic Health Strategic Plan (2023)
v Increase business owner representation to match Fort Collins demographics
v Increase overall business survivability longer than five years from 45% to 50%
v Add 1,800 new jobs in targeted, traded sectors (e.g., life science and climate technology)
V Increase representation in employment within targeted traded sectors
Circular Economy Work Plan
• Our Climate Future (2021)
v Reduce GHG emissions 50% below 2005 baseline by 2026 and 80% below by 2030
v Achieve Carbon Neutrality by 2050
v Provide 100% renewable electricity by 2030 with grid and local sources
➢Achieve zero waste, or 100% landfill diversion, by 2030
30
30
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Active Modes
of
Fort Collins
walk.
bike. roll.
Adopted Goal:
50°/0 active modes share
of all trips by 2032
Active Modes Plan 2024 Priorities
• Coordination with street resurfacing (lane
narrowing, wider buffered bike lanes)
• Expand network of protected bike lanes
• Road diets (lane repurposing) to improve bike
and pedestrian faculties
• Arterial bicycle and pedestrian crossing
projects
• Continued education and outreach efforts like
Bike to Work Day, Open Streets and Safe
Routes to School
HOW ARE WE DOING ACHIEVING THIS GOAL?
This is a recently adopted plan and we are on
track to meet this goal!
HOW CAN COUNCIL HELP?
• Promote our education and outreach efforts
• Surface trade-offs as we invest in our
infrastructure
• Inform necessary regulatory and enforcement
changes
31
31
Active Modes
Phase 1: High Priority/Readiness
• Focused on strengthening the core network
• Includes strategic crossing improvements
citywide
• Cost estimate: $30.4 million
KW. ab..,,.... u..,afl„
•
•
•
32
32
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Vision Zero
of
Fort Collins
Adopted Goal:
By 2032, no one dies or
has a serious injury while
traveling in Fort Collins
Vision Zero 2024 Priorities
• Police Services priorities and partnership
• Safety focused infrastructure projects
• Designs and projects to lower traffic speeds
• Update standards and codes as needed
• Education/outreach program with dedicated staff
(Vision Zero Coordinator)
• Quick build projects to test safety concepts
• Shift Your Ride program implementation
HOW ARE WE DOING ACHIEVING THIS GOAL?
Increases in serious injury and fatal crashes in 5
consecutive years. Of note, bicycle and
motorcycle injury/fatal crashes were up nearly
45% in 2023 compared to 2022.
There is urgent focus and support needed
from Council.
HOW CAN COUNCIL HELP?
• Promote our education and outreach efforts
• Surface trade-offs as we invest in our
infrastructure and prioritize traffic safety
• Inform necessary regulatory and enforcement
changes
33
33
Vision Zero
High Injury Network
91% Arterials
6% Collectors
3% Local Roads WI
63% of all fatal and serious injury crashes occur
on only 8% of Fort Collins road network
-1• =
)) = II
i1 u u
ar,«A
• concenon a some crashes
r
YM O
34
34
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Transit
of
Fort Collins
TRANSFORT
Adopted Goal:
By 2040 transit ridership
would increase by 122%
Transit 2024 Priorities
• Complete system optimization and action plan
• To include micro transit and Dial -A -Ride
assessment and strategy
• Strengthen partnerships (PSD, CSU, major
employers, regional, advertising program)
• Establish resilient funding for local grant matches
and capital reserve
• Recruit and retain talent
HOW ARE WE DOING ACHIEVING THIS GOAL?
This goal is currently unattainable, and an
urgent focus is needed due to:
• Funding levels and increasing operation costs
• Community safety perceptions
• Post pandemic travel needs
• Persistent staffing challenges
HOW CAN COUNCIL HELP?
• Set vision and influence System Optimization
and Action Plan
• Building local advocacy
and supporting partnership conversations
35
35
Transit
Incremental Steps to Transit Buildout
Current Transit
Network
Access to
high -frequency
transit
23% residents
Access to
all transit:
58% residents
- oro•n wn.°.e..,
— Tr anew Rose•
MNryn •r•e...K, co.•r•e•
!•a• Sen•e Rost cwe••we
i
Future Transit
Network
Access to
high -frequency
transit
53% residents
Access to
all transit
85% residents
— TrrN•1 R°ub•
• ow It.. Coverop
•••tlrl••s.•r.• Sr.
36
36
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Housing Strategic Plan
Increase
Accessibility
(2)
Preserve
Existing
Affordable
Housing
(9)
Increase
Housing Supply
& Affordability
(12)
/ Key
KOutcomes
Improve
Housing
Equity
(11)
Increase
Housing
Diversity /
Choice
(12)
Increase
Stability /
Renter
Protections
(11)
Everyone has healthy, stable housing they can afford.
m
37
Vision
A person's identity should not
predict housing outcomes
All community members need
housing and are affected by
the housing system
Spending 30% or less of
income on housing
Increasing amount of housing
and types of housing options
available
•A•A•A•
EVERYONE HEALTHY
•
AFFORDABLE STABLE
Physical and mental well-being
inside and outside of the home
Safety, air quality, walkability,
access to recreation and
transportation options, etc.
• "Housing First" approach to
prevent homelessness
• Supportive services / programs
to keep people housed
38
38
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Center the work in people
Be agile and adaptive
Balance rapid decision making with inclusive
communication and engagement
Build on existing plans and policies — and their
engagement
Expect and label tensions, opportunities,
and tradeoffs
Focus direct investment on the lowest income
levels (80% AMI and below)
Commit to transparency in decision making
Make decisions for impact, empowerment, and
systems (not ease of implementation)
39
Adopted Goals - Current Status
Added 373 new
affordable units
Same pace as all
new housing
2015
5%
2020
Need to add 282
units per year to
achieve goal of 10%
(5,600 units)
2040
• Since 2000, we have produced or preserved about 120 affordable units per year on average.
• Our community commitment for Proposition 123 funding is 185 affordable units per year.
• To achieve the 10% affordability goal by 2040, our community needs to more than double the annual
production and/or preservation of affordable housing to 282 or more units per year.
40
40
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Adopted Goals — Current Status
# Affordable Units Produced
300
250
200
150
100
50
0
Affordable Housing Production, 2013-2023
2015-2019
annual goal:
188 units
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Year
2020-present
annual goal:
282 units
of
Fort Collins
• Over the last 10 years,
about 9% of all housing
produced was deed -
restricted affordable units
• Affordable housing
continues to comprise
about 5% of all housing
stock
41
Housing Strategic Plan Implementation, 2021-present
Fof
ort Collins
Completed to Date, 2021-2023
• Equity and Opportunity Assessment
• Reaffirm 10% affordable housing goal
• Rental Registration program
• Housing Dashboard
• Interior visitability changes, 2021 Building Code
• Eviction and foreclosure prevention programs
• Manufactured housing support
• Proposition 123 commitment
Quicker Wins (<1 year) — 7 completed / ongoing, 3 underway
• LUC updates — extend affordability term (Strategy 8)
• LUC updates — recalibrate and expand incentives (Strategy 13, 14)
Transitional (1-2 years) — 1 completed / ongoing, 5 underway
• LUC updates — increase housing supply and choice (Strategy 7, 15, 16)
• Exploration of occupancy regulations (Strategy 21)
Transformational (2+years) — 2 completed / ongoing, 5 underway
• Dedicated local revenue (Strategy 11)
• Expansion and acceleration with additional funds
• Explore visitability and accessibility of housing via 2024 Building Code changes (Strategy 6)
42
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Barriers: Funding and Cost to Build Affordable Housing
$4,000,000
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$0
Total City Affordable Housing Funding
2015 -2022
111111
2015 2016 2017 2018 2019 2020
• Competitive Process • CCIP (2016-2025)
2021 2022
Average:
—$2.7 million
$433,964
2023 Average Per -unit Development Cost
Average Per -unit Development Cost
2023
2022
2021 $338,745
2020 $303,372
2019 $284,589
$433,964
$379,742
• Typical annual funding amount: $2-3.0 million from all sources
• City funds dedicated to housing have remained consistent for last 10+ years
• Cost to build one unit of housing has increased by 65%+ over last 5 years
43
43
Accelerating Plan Implementation
Expand the City's competitive process to better
support projects seeking to: Acquire land, develop housing,
preserve existing housing, and support residents.
Examples:
• Housing acquisition (redevelopment/preservation)
• Land acquisition
• New construction costs
• Affordable homeownership renovation
• Renovation of affordable rental housing
• Homeownership assistance
Expand or initiate City -led efforts as identified in
adopted policies including the Housing Strategic Plan, City
Strategic Plan, and HUD Consolidated Plan.
Examples:
• Land Bank acquisition
• Urban Renewal Authority housing initiatives
• Extend/purchase affordability restrictions
• Fee credits for qualifying projects
• Develop incentive programs (energy efficiency, voluntary
affordability restrictions, etc.)
• Explore redevelopment partnerships
• Other innovative approaches (middle income, mixed income, etc.)
44
44
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Economic Health
oty of
Fort Collins
• Vision
• Fort Collins is a healthy, equitable, and resilient community where people and
businesses can thrive.
• Future Goals from adopted Economic Health Strategic Plan (EHSP)
• Increase business owner representation to match Fort Collins demographics
• Increase overall business survivability longer than five years from 45% to 50%
• Add 1,800 new jobs in targeted, traded sectors (e.g., life science and climate
technology)
• Increase representation in employment within targeted traded sectors
• Circular Economy Work Plan
• Focus Areas from adopted EHSP
• Approach Business Retention, Expansion and Attraction Thoughtfully
• Ensure Small Businesses Thrive
• Support Talent and Workforce
• Re -position Innovation
45
45
Economic Health Strategic Plan Implementation Roadmap
Fof
ort Collins
2024
Coordinate with staff to help improve City
processes such as development review
• Futureproof MBEC program including
bilingual business connectors/navigators
• Ensure the success of the Revolving
Loan Fund
Expand the DEIA Talent Network across
the region
Develop an Economic Health Marketing &
Communications Plan
Establish a data -driven program to better
respond to the evolving needs of
employers and create quality jobs
Obtain the Accredited Economic
Development Organization Certification
2025
Redeploy a program like Shop Fort
Collins First to support business
resiliency
Pilot workforce programs that have
proven success and expand to small
business to support reskilling,
upskilling, and new skilling (RUN)
programs across the region
Strengthen the local eco-system to
incubate, retain, expand, and attract
Climate Tech solution -orientated
companies
Business retention, expansion,
and attraction of companies
that support a local Circular
Economy
Create awareness and
branding that Fort Collins is
test bed for climate solutions
46
46
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Economic Health — How Council Can Help?
Support analysis of City policy changes and new programs that
impact cost of doing business and employment opportunities before
adoption as part of the triple bottom line approach
Explore leveraging the Urban Renewal Authority to support and fund
15-minute Cities and Housing
Fund workforce investments to support upward mobility and lead by
example
Build relationship with the business community and share feedback
with staff
Continue to invest in small business formation and resiliency through
MBEC and Development Review Technical Assistance Fund
Support positioning Fort Collins as a place where businesses and
innovators come together to solve climate challenges
Empower staff in developing the capacity for regional partnerships
with organizations and institutional partners, such as CSU
47
Our Climate Future — Big Moves
Fof
ort Collins
BETTER TOGETHER
• Shared Leadership and Community
Partnership
• Zero Waste Neighborhoods
• Climate Resilient Community
LIVE BETTER
• Convenient Transportation Choices
• Live, Work and Play Nearby
• Efficient, Emissions Free Buildings
• Healthy Affordable Housing
• Local, Affordable and Healthy Food
RESOURCE BETTER
• Healthy Local Economy and Jobs
• Zero Waste Economy
BREATHE BETTER
• Healthy Natural Spaces
• 100% Renewable Electricity
• Electric Cars and Fleets
Our Climate Future is a framework for action to mitigate and build resilience to the climate emergency.
48
48
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Our Climate Future (OCF) — Guiding Principles
• We all share responsibility for Our Climate Future. Responding to the ongoing climate emergency
requires shared leadership between businesses, community organizations, government, and residents.
• Injustices have the same root cause. Exploiting people and nature causes environmental injustice,
racial injustice, and climate disruption.
• Governments are accountable for injustice. The City of Fort Collins, and other governments, have an
obligation to help correct past and ongoing harms by investing in the most impacted communities.
• People know what they need. The most impacted people are best able to define successful solutions.
OCF listens to and trusts what they say is needed.
• Equitable solutions are best. Solutions to limit and respond to climate disruption should also address
equity and fairness.
The OCF Guiding Principles provide a foundation for Our Climate Future, with people at the center.
49
49
Our Climate Future: Goals Status
Fof
ort Collins
Where are we going? Greenhouse Gas Goals
o...............................
2005
2021 INVENTORY
24% BELOW 2005
70o
2030
2050
Community Waste Diversion Rates
500.000
450,000
400,000
350,000
300,000
c 250,003
200,000
150,000
100,003
50,000
0
1 1 1 1 1 1 1 1 1 1 1
, , , , , , , , , , ,
1 1 1 1 1 1 1 1 1 1 1
.ip:i1i111E1I1010101011
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
2005
2021
04
• Fossd Fuels 76% • Wind 2% • Fossil Fuels 495% • Wind 27.5%
• Hydro 22% • Solar 0% • Hydro 18% • Solar 3%
GHGs
24% below 2005 baseline
Electricity
51.5% renewable
Waste
51 % recycled or composted
50
50
25
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Environmental Goals and Trends Since 2005
Community Carbon Emissions
% Reduction from 2005
40% .
60%
70% •
2029 Goal
2010 octal
90% •
100% •- - P
GHG Emissions
Community landfilled Waste
%of mete., Generated
100% forecast
9PG
90%
70*
50%
40%
30%
20%
10%
P"s2
Waste
4794
Fort of
Collins
"Do Nothin. More" Forecasts
GHG Emissions
• In 2021, the community was about 26%
below the 2005 GHG baseline
With no more action, community
emissions are forecast to be between
14-33% below the 2005 baseline in
2030
• Range based on historic variability and
weather trends
Waste
In 2021, about 49% of the materials
generated in Fort Collins went to the
landfill (51% recycled or composted)
• With no more action, about 47% of
materials generated are expected to go to
the landfill (53% recycled or composted)
5t
51
Community GHG Emissions Pathways to 2030
Community Carbon Emissions in,,entory
% Reduction from 2005 Forecast
0% w ----• Pathway
10%
20% 2020GoaI
30% •
40%
50%
60%
70%
80%
90%
26%
2026 Goal
2030 Goal
Pathways 2030
22% Electricity 27.1%
16.7%
11 76%
100%
to r. at ei m N t` 01 ei m N r- ct
8 H H 0 IA vl 0 0 0 0 0 0 0 0 0
N N N NNNNNNNNNN
Buildings
Industrial Manufacturing 4.4%
Transportation 4.1 %
Waste
Land Use
1.6%
0.1%
Undetermined to Goal 4%
52
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Community Waste Pathways to 2030
Fort of
Community Landfilled Waste
%of materials generated
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0% -
8
49%
15% Landfilled
Historic
Forecast
.Pathway
47%
-• 27%
N omo
8 O
N N
m yr n m — m rn n o+
N N N N N N N N
Pathways
2030
Construction & Demolition 27.1 %
Food Scraps & Yard Trimming 16.7%
City Industrial Materials 4.4%
Remaining Potential 4%
(e.g., behavior change, circular economy,
recycling market development, etc.)
53
Our Climate Future Council Roadmap
Adopt a Develop Building
contracted Performance
residential waste Standards
service including
yard trimmings Develop home
energy listing
Adopt Active requirements
Modes Plan
OUR
FUTURE
Adopt Economic
Health Strategic
Plan (including
Circular
Economy)*
2024
Adopt Land Use Workstream 1*
Sustainable Revenue -
Franchise Fee*
Adopt Building Performance
Standards
Develop energy code step
towards net -zero carbon
Adopt Water Efficiency Plan*
Start contracted residential
waste service including yard
trimmings
Allocate initial 2050 Tax funds
for climate and transit*
2025
Adopt Energy Start Building
Code Performance
Standards
Adopt home
listing • Start West
requirements Elizabeth Bus
Rapid Transit
Adopt
commercial/ • Start home
industrial policy energy listing
for yard requirements
trimmings*
Start
Adopt Land Use commercial/
Workstream 2* industrial
policy for yard
trimmings*
*indicates a change or addition from 2022 OCF Council Roadmap
54
54
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Our Climate Future Council Roadmap
Ciyof
Fort Cot
Start building
performance
standards (interim
target for commercial
and multifamily
buildings)
Develop net -zero
carbon energy code
OUR
CLIMATE
FUTURE
Adopt Energy Code
Start energy
requirements for
rental properties
Start North College
MAX
2029
2030
Building performance
standards — Final
energy target for
commercial and
multifamily buildings
• Food scraps policy
• Construction and
demolition policy
55
55
56
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Council, Staff and Community Capacity
57
2024 Council Planning Calendar
01
• Priority Development
• Water Efficiency Plan
Update
• Xeric and Soil Amendment
Standards
• Strategic Plan •
• Residential Occupancy •
Discussion
• Tree Mitigation
• Urban Forest Strategic
Plan •
Land Swap •
IMINIVEIMMEMIME
02
Water Supply/Excess Water
Fee/Allotment Discussion
Impact Fees
New Revenue Allocation
(Parks, Climate, Transit 2050)
Tax Renewals Discussion
Building Performance
Standards
Resilient and Efficient Codes
Implementation
Recommended Budget Preview
Residential Occupancy
Discussion
03
• Budget Hearings
• Water Supply/Excess
Water Fee/Allotment
Discussion
Water Efficiency Plan
Discussion
04
• Budget Adoption
• Water Supply/Excess
Water Fee/Allotment
ordinance consideration
• Water Efficiency Plan
ordinance consideration
• Utility Rates, Charges,
Fees
Airport Governance
> Oil & Gas Operating Standards
Capital Expansion Fees
Landscape Standard Updates (Trees)
> Waterwise Landscape, Irrigation, and Practice
Standards
Land Use Code Updates
> Review of Appeals Process
Election Code Committee Recommendations
Natural Areas Masterplan Update
> Transit System Optimization and Resilience
Downtown Parking -Resilient Management
58
58
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Workstreams and Capacity
Ongoing From
Previous Priorities:
• Homelessness initiatives
• Mobile Horne Park
• Implementation of 15-minute city
• Affordable, quality childcare
• PSD partnership for workforce
• Improved and accelerated
stream restoration
• Progress on road to
Zero Waste
• Improved air quality
• Accelerate composting
• Advance regionalism
• Improve traffic compliance
• Improve tree policies
UNPLANNED/
UNKNOWN
Pandemic, Fire/Weather,
Economic Downtum,
Public Safety Event
OPERATIONALIZED IN 2024
Rental Housing Program, Contracted Waste Hauling,
Timberline Recycling Center, Polystyrene Ban, Air Toxin Grant, RCV,
Digital Accessibility Law, Customer Service Expectations, Digital
Transformation (LMS, website, LPI), Stream Rehabilitation,
Shift Your Ride Implementation
ASSETS & INFRASTRUCTURE
$70M Transportation Capital Projects, SE Community Center, $40M Oak Street Outfall,
L&P Projects, Stormwater, Park Planning, $308M Halligan Reservoir
Budget Themes that Continue
to be Operationalized:
• Critical asset management needs
• Technology investment
• Talent retention
• Advancing Council priorities,
particularly around climate,
environmental health, and housing
Advancing equity in operations
and services
Maintaining service/staffing levels
to keep up with community growth
and demand
Leveraging remainder of ARPA
funds ($15.8M)
DAILY OPERATIONS
Police, Water, Electric, Wastewater, Storm Water, Street Operations and Maintenance, Transit,
Park Maintenance, Code Enforcement, Building Services, Development Review, Customer Service, Legal,
Municipal Court, Talent, Equity Work, New: Soil Inspections, Tree Inspections, Landscaping
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Outreach Needs & Capacity
�t�ins
Current and future engagement should be
targeted and measured to ensure quality
engagement and to avoid community fatigue.
Community
Engagement
1
• Community Survey
March/April 2024
• 2025/2026 Budget
• Linden Street
Long-term Use
• Rooted in Community
• Halligan Reservoir
Building Performance
Standards
• Water Efficiency Plan
• Landscape Standards
• Water Supply
Requirement and Water
Allotments
• Development Review Project Outreach
• Council Listening Sessions
• Board and Commission Recruitment/Education
I
• Tax Renewals (CCIP) and Street Maintenance
• Contracted Trash Hauling
• Land Use Code
• Resilient and Efficient Codes Implementation
• Ranked Choice Voting
• Future Hughes site Plan
• Our Climate Future
• Transit Systems Optimization and Action Plan
• Downtown Parking Management
Planned/
Underway
Ongoing
Anticipated
Anticipated
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60
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DocuSign Envelope ID: 356C46D9-465C-41F0-A84A-ABBF3CA980EE
1/22/2024
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DocuSign Envelope ID: 356C46D9-465C-41F0-A84A-ABBF3CA980EE
1/22/2024
Council Retreat — Jan. 27
PRIORITY SETTING
SESSION #1
What items does Council want staff to
bring back with more information during
the February 13 Work Session?
COUNCIL LIAISON SELECTION
PROCESS AND DISCUSSION
This includes other boards and
commissions, Council subcommittees, and
other entities for February 6 appointment.
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Preparation for the January 27 Retreat
• Please bring up to five priorities
to the January 27 retreat.
• Plan to present no more than
10 minutes to the whole group.
fountain
F�t�ins
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DocuSign Envelope ID: 356C46D9-465C-41 F0-A84A-ABBF3CA980EE
1/22/2024
Priority setting timeline
Y..Ol.i15
DECEMBER 12
Work Session: Council
End of Term Report
DEC
JANUARY 27
Retreat: Priority Setting
Session 1
JAN
FEBRUARY 27
Work Session: Strategic
Plan + Council Priorities
Discussion
FEB
JANUARY 23 FEBRUARY13
Work Session: Ground Work Session: Priority
Setting for Priority Setting Setting Session 2 with
Staff Feedback
MARCH 19
Adoption of Strategic
Plan + Council Priorities
MAR
MARCH 7 (TBD)
Council Finance
Committee: 2024 Mini
BFO for 2050 tax
APR
MAY
JUN
JUNE 25
Start of 2024-2026
Budget Work Sessions
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